Most likely the number one word of 2020 will be “pivot”. Defined as “a person, thing or factor having a major or central role, function or effect”, we’ve all heard a lot about how nonprofit organizations have made changes in response to COVID 19. The word has been mainly used as a responsive action taken due to unprecedented (another contender for the word of the year) times.
In many cases, these pivots are also causing plot twists in the narrative of the organization. Radical and unexpected change runs the risk of uncovering previously unseen conflicts and also exacerbating silos, broken communications, and competing internal agendas. These plot twists can be handled in a range of reactions- from denial to abundant generosity. It all depends on the resilience, honesty, and vision of leadership.
In the cases where the pivot is to move program delivery into the digital realm, the plot twist is most likely that the organization lacks the readiness, capacity, and resources to shift operations rapidly. Additionally, the resistance to embracing the possibilities presented through technology and even the simple fear of the unknown present before the trigger of COVID-19 have already placed an organization at a disadvantage. Finally, through studying the basics of change management, the overnight switch to a reliance on the online world would not have had time, energy, or strategy developed, but instead is a reaction. Often the reaction, while full of good intentions, can create more conflict and damage.
For organizations that want to continue to dive into the digital space, now is the time to take a pause. A great place to start with this is to do an internal impact assessment of the pivot on your organization’s culture.
“Organizational culture is the pattern of basic assumptions that a given group has invented, discovered, or developed in learning to cope with its problems of external adaptation and internal integration, and that has worked well enough to be considered valid, and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems.”
Edgar Schein’s definition of culture
Consider asking these questions:
How has a digital pivot affected your organizational culture?
Have there been changes in basic assumptions such as the definitions of successful programming or who you are serving?
Have there been any shifts in the values of your organization?
Do new circumstances require you to rethink or re-prioritize your values? Has agency or decision-making power shifted or should it?
What are the actual outputs and have they changed?
And finally, how is your staff doing? (Although, I would argue this should always be the first question.)
The changes brought on by pivots are like any change. Change is hard. It creates anxiety. While we might want to scramble for easy answers it is important to have real empathy with people inside and outside the organization who are scared and stressed. Recognizing and addressing the preexisting conflicts, redefining the goals of the work, assessing and adequately supporting staff with resources and infrastructure all need to be taken into account as you plan strategy and goals moving forward.
“Before you do anything else, center your people. Prioritize your staff. Without your staff, it doesn’t matter what your mission is because it doesn’t have anyone to carry it forward. Gather them, talk to them, be honest with them, create space for solution finding from them, and be together in the muckiness for a while. Whether you are facing hard decisions about having to cut hours, cut programs, or otherwise change plans, don’t make those hard decisions alone. Even if it feels like the right thing to do as the leader, manager, or project owner. Center your staff and do as much as you can together.”
I couldn’t agree more.
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